Professional StandardsHandbook
PublisherPublished November 2018. © 2018 IWFM The Institute of Workplace & Facilities Management. All rights reserved. Permission to reproduce or extract material from this publication must be sought from IWFM.
FeedbackThe Professional Standards is a ‘living’ document that will be reviewed and updated regularly to ensure that it reflects the changing needs of industry. We welcome feedback from workplace and facilities management practitioners and organisations on ideas as to how it might be further improved.
Please send feedback to Fraser Talbot, Head of Professional Development, [email protected]
iwfm.org.uk/professional-standards
Professional Standards
1
2 About us 3 Introduction4 Understanding the Professional Standards5 Career levels
6 How to use the Professional Standards 7 A model of competence7 Drivers to performance7 HR cycle 8 Continuing professional development (CPD)
9 The Professional Standards 10 The role of workplace and
facilities management12 Sector knowledge 13 Organisational behaviour 14 Information and knowledge management
15 Strategy and policy development16 Strategy17 Organisational performance 18 Corporate social responsibility (CSR)19 Workplace and facilities management policy
20 Leadership and management 22 Project management23 People management24 Culture and values25 A healthy and productive workplace26 Change management
27 Business continuity and compliance28 Risk management29 Compliance 30 Business support services management32 Service innovation33 Managing service delivery
34 Property portfolio management 36 Building maintenance37 Property and asset management38 Space management39 Managing accessibility and inclusion40 Building information modelling (BIM)
41 Quality management and customer service42 Customer service43 Stakeholder relationships44 Quality management
45 Finance and technology 46 Financial management47 Technology
48 Procurement and contract management50 Procurement51 Contract management 52 Sustainability 54 Energy management55 Environmental management
56 Behavioural competency framework
58 Achieving professional excellence 60 Demonstrating professional standards 62 Appendix 1: Units 68 Appendix 2: Glossary
Contents
Professional Standards
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About us
The Institute of Workplace and Facilities Management (IWFM) is the body for workplace and facilities professionals.
We exist to promote excellence among a worldwide community of over 17,000 and to demonstrate the value and contribution of workplace and facilities management more widely.
Our mission:We empower professionals to upskill and reach their potential for a rewarding, impactful career. We do this by advancing professional standards, offering guidance and training, developing new insights and sharing best practice.
Our vision:As the pioneering workplace and facilities management body, our vision is to drive change for the future. To be the trusted voice of a specialist profession recognised, beyond the built environment, for its ability to enable people to transform organisations and their performance.
The IWFM was established in 2018. It builds on the proud heritage of 25 years as the British Institute of Facilities Management.
WHAT DO WE MEAN BY WORKPLACE?
Workplace recognises the joint responsibility of facilities management, information technology and human resources to achieve optimal productivity between people, technology and workplaces. Not working space limited to “office” but anywhere that work happens. It captures a broader world, considering space, technology and culture. It recognises a need for skilled individuals who can interconnect between these specialisms.
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Introduction
The Workplace and Facilities Management Professional Standards define the competences necessary to be an accomplished workplace and/or facilities management practitioner at every career stage.
The Professional Standards handbook was created in consultation with industry to reflect the needs of a dynamic profession.
It sets out the standards and shows how they can be used as a benchmarking tool to develop a skilled workforce, and to shape tomorrow’s leaders. We want the standards to be embedded as the norm for professionals and for businesses and we have designed this handbook to support their use and implementation. • Helping workplace and facilities management
professionals advance their own career through self-assessment, and personal and professional development.
• Helping training providers to spot gaps and opportunities across the piece and to tailor training provision to industry-wide specifications and standards; to inform assessment processes and use the training tools for assessment.
Helping employers educate and develop their people, by analysing skills and managing talent against objective criteria. By comparing individuals with the standards, employers will be able to:• Snapshot an organisation’s skills, strengths and
areas for development and use it to identify gaps• Plan the workforce to be able to meet
future challenges • Identify and commission targeted training that
makes better use of resources• Create a tool to manage your organisation’s
succession plans and individuals’ careers
The handbook also explains the links between the Standards and:• IWFM qualifications• Continuing professional development• IWFM membership routes, indicating the
potential and requirements for progression
The Workplace and Facilities Management Professional Standards is the primary framework we use to develop high-quality, relevant professional development products and membership services to support our professionals across all specialisms, from entry to strategic level.
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Understanding the Professional Standards
The Professional Standards clearly define:• The key functions (‘functional area’) performed by
workplace and facilities management professionals • The main components of each functional area
(‘functional area component’)• The competences necessary to be proficient
in executing each functional area component
The competences are defined for each career level, from a support role through to a strategic role.
Functional areasThe professional standards are broken down into 10 functional areas.
Functional area componentsEach functional area contains a number of functional area components.
CompetencesUnder each functional area component high-level statements of competence describe the expected proficiency of an individual working at the following levels.• Strategic• Senior• Manager• Supervisor• Support
These statements of competence are set out in more detail on pages 10–55. The glossary at Appendix 2 includes definitions of key terms associated with the standards.
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Career levels
The role and level descriptors used in the framework are defined as follows:
“Level 2”, “level 3” etc. refer to an associated level of qualification. Pages 62-67 contain details.
DESCRIPTOR TYPICAL JOB TITLES (may include but are not limited to)
ST
RA
TE
GIC
STR
AT
EG
IC (
L6–7
)
The strategic role is responsible for planning and developing courses of action that initiate and achieve substantial strategic and/or operational changes or developments, exercising broad autonomy and judgement across a significant area of work or study. This role also initiates and leads complex tasks and processes, taking responsibility and being accountable for the work and roles of others.
Chief Workplace OfficerDirector of WorkplaceChief Wellbeing OfficerBid DirectorHead of EstatesFM DirectorBusiness Development ManagerHead of Business OperationsCommercial Manager (PFI)ConsultantFacilities Marketing Director
MA
NA
GE
ME
NT
SEN
IOR
(L5
–6)
The senior role is responsible for planning and developing courses of action that underpin substantial strategic and/or operational changes or developments. This role initiates and leads tasks and processes, taking responsibility and being accountable, where relevant, for the work and roles of others whilst exercising broad autonomy and judgement.
Head of WorkplaceFM Bid ManagerHead of EstatesBusiness Development ManagerHead of Business OperationsCommercial Manager (PFI)Facilities ManagerFM Procurement ManagerFacilities Account ManagerMaintenance ManagerFM Operations ManagerRegional FM ManagerFacilities Project Manager
MA
NA
GE
R (
L4–5
)
The manager role is responsible for planning and developing courses of action including, where relevant, responsibility for the work of others and exercising autonomy and judgement within broad parameters. This role is responsible and accountable for work conducted within their area of responsibility.
Workplace ManagerFacilities ManagerProcurement ManagerProperty ManagerFacilities Account ManagerFacilities Project ManagerOperations ManagerMaintenance ManagerContract ManagerEstates Manager
O
PE
RA
TIO
NA
L
SUP
ER
VIS
OR
(L3
–4) The supervisory role is responsible for initiating and
completing tasks and procedures, including, where relevant, responsibility for supervising or guiding others. It may also include planning and developing courses of action and exercising autonomy and judgement within agreed parameters.
Facilities Team LeaderAssistant FM ManagerWorkplace/FM Coordinator
SUP
PO
RT
(L2
–3)
The support role is responsible for completing tasks and procedures and exercising autonomy and judgement subject to overall direction or guidance. It may also be responsible for initiating tasks and procedures within limited parameters.
FM Help Desk AssistantFM TechnicianFM AssistantFM Coordinator
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How to use the Professional Standards
HR cycle
TARGETS AND OBJECTIVES
BEHAVIOURAL COMPETENCES
Capa
bilit
y
Succession planning
Release Recruitment
Training
Perf
orm
ance
TECHNICAL COMPETENCES
STANDARDS
Development
Reward and recognition
Selection
Appraisal
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A model of competenceThis model of competence helps put the Professional Standards in context for professionals and employers alike.
Competences can be used to create management and personal development tools for human resources (HR) and personal development purposes.
Drivers to performanceThere are three drivers to performance: targets and objectives, technical competences (also known as professional standards and functional competences) and behavioural competencies. The pyramid diagram (opposite) explains the relationship between them.
Targets and objectives are usually agreed at performance appraisals and set out measurable annual expectations that will typically change over time. In addition to achieving specific goals and targets, fully rounded professionals aspire to good professional practice in what they do; that is, they identify and meet professional standards requirements. They also aspire to demonstrate certain behavioural or personal qualities.
The technical competences set out in the Professional Standards describe what people do in their jobs and the standards they should maintain continuously. The underlying behavioural competencies identify the behaviours and qualities desirable for professional accomplishment. They can also say something about the culture of an organisation in stating explicitly its values and expected behaviours.
The drivers work together. By developing relevant behavioural competencies, someone should be better placed to achieve the requirements of the technical competences. For example, if you are going to deliver successful presentations (a technical competence) it would help to develop self-confidence (a behavioural competency). If you are going to balance the books (a technical competence), it would help to be attentive to detail (a behavioural competency).
The section “Behavioural competency framework” on page 56 contains further information.
HR cycleStandards sit at the heart of the human resources (HR) cycle as shown in the diagram opposite.
By describing what an organisation expects of its people, the Professional Standards can support strategic operations including:• Recruitment and selection• Appraisal• Training needs analysis• Training syllabus design• Career management• Succession planning
They provide the technical competences for workplace and facilities management, at all career levels, and act as a framework around which HR cycle processes in your organisation can be based. Same with the behavioural competencies which can stand alone or provide a base for additional tailored competencies.
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It also helps to plan how learning and growth will be managed. The focus of CPD is firmly on results and the benefits that professional growth can bring.
The Professional Standards will be used to assist professionals, including every grade of IWFM member, with their CPD by identifying current levels of skill, knowledge and experience based on competence statements provided for each functional area component. They are a valuable tool to benchmark current personal performance, identify development goals and ambitions and establish professional development plans.
As the name suggests, CPD is a continual process of working towards, achieving and renewing learning and development goals.
IWFM CPD programmeCPD is key to refresh, maintain and build technical competence and to ensure that standards in workplace and facilities management are upheld across the profession.
The IWFM’s CPD programme supports a self-reflective process. It is up to individual professionals to decide what they need to do and to set targets to achieve it.
Access to CPDFinding the time to carry out CPD can seem like an insurmountable challenge.
But there are plenty of easy ways to achieve tangible CPD goals with IWFM. You can attend IWFM events, do short courses, read journals, visit conferences or exhibitions and join our volunteer community, or you can do more structured learning through IWFM qualifications.
Most WFMs carry out CPD activities without even realising it.
You will also have access to a wealth of development opportunities within and outside your own organisation. Activities such as company training programmes, mentoring or doing voluntary work can all help to develop skills which are valued and respected in the workplace.
For more information on CPDT +44 (0) 1279 712 650 E [email protected]
The process of continuing professional development (CPD) helps people to assess their current skills and to identify goals and areas for future development.
Continuing professional development (CPD)
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The Professional Standards
Professional Standards
10
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FUNCTIONAL AREA
The role of workplace and facilities management
Functional area summary descriptorManage workplace and facilities management knowledge to add value to an organisation.
Functional area full descriptorTo optimise the use of and manage workplaces to deliver the strategic objectives and operational requirements of an organisation. To identify examples of best practice, assess emerging developments in business thinking and be able to present realistic plans for the introduction of new innovative ways of working. To optimise operational effectiveness whilst ensuring compliance with key legislation and ensuring that the workplace adapts to the changing needs of an organisation.
This functional area comprises three components:• Sector knowledge• Organisational behaviour• Information and knowledge management
The definitions and standards for each of these functional area components are set out in the following pages.
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To understand the role and scope of workplace and facilities management, the function within an organisation and the wider community. To acknowledge that workplace and/or facilities management is pivotal if organisations are to operate safely, efficiently and effectively whilst complying with relevant legislation. To understand the structure of organisations and how its functions, culture and processes affect the delivery of workplace and facilities management.
FUNCTIONAL AREA COMPONENT
Sector knowledge
Below are the reference details of the relevant units from the IWFM qualifications (for the full list of units for each level, see Appendix 1):
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
FM7.01, FM6.01 FM6.01, FM5.01 FM4.01, FM4.08,FMP401
FM3.01, FM3.08 FM3.01, FSP201
STRATEGIC MANAGEMENT OPERATIONAL
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
Evaluates the effectiveness of organisational structure, culture and processes in delivering the Workplace/FM strategy and compliance with legal and ethical requirements
Quantifies the contribution of Workplace/FM to an organisation’s success in changing contexts and identifies new opportunities for markets and services
Characterises the scope and context of the function and its associated services within a wider workplace environment
Explains the contribution of Workplace/FM to the achievement of an organisation’s business objectives
Identifies the related roles, responsibilities, accountabilities and lines of communication within an organisation
Evaluates the impact of internal and external influences on an organisation’s ability to deliver the Workplace/FM strategy in a dynamic environment
Evaluates the interaction and interdependencies of functions within an organisation and the quality of service delivery to identify areas for improvement
Analyses the nature and significance of the Workplace/FM function’s relationships with its stakeholders
Identifies the interface between the Workplace/FM function and other functions within an organisation
Defines a range of related services and how these can contribute to improvements in the working environment
Uses personal influence and connections to promote the role and economic value of Workplace/FM nationally and internationally
Evaluates the advantages, disadvantages, likely costs and potential savings of different models of service delivery and innovative ways of working
Analyses the features and effect of different organisational structures, cultures and processes on the delivery of services
Explains the features of different service delivery models and their importance to an organisation
Identifies career pathways within the Workplace/FM profession
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To create an environment which contributes to positive organisational behaviour to maximise productivity and efficiency in a dynamic and increasingly globalised environment through the development of individuals, their job satisfaction and their achievement of targets and objectives.
FUNCTIONAL AREA COMPONENT
Organisational behaviour
Below are the reference details of the relevant units from the IWFM qualifications (for the full list of units for each level, see Appendix 1):
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
FM7.03 FM7.08 FM6.07 FM6.09
FM5.03 FM4.08 FM4.10 FM3.15 FM2.05
STRATEGIC MANAGEMENT OPERATIONAL
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
Evaluates the external influences and the nature of an organisation’s structures and patterns of behaviour and its impact on the workforce and organisational performance
Assesses the interaction between individuals and organisations and the variables that exist that characterize “organisational behaviour”
Evaluates the significance of the psychological contract and the role of work in providing a sense of purpose and identity
Explains the potential impact of positive and negative organisational behaviour
Explains what is meant by “organisational behaviour”
Applies work psychology to identify the conditions and processes that contribute to the optimal functioning of people, groups and institutions
Scopes the nature and level of organisational morale and identifies ways of improving workforce motivation and satisfaction
Identifies overt and covert barriers to productivity and a high quality of working life within an organisation
Explains the features of the Peter Principle and Parkinson’s Law
Describes the role of organisational behaviour in the achievement of an organisation’s business objectives
Champions the implementation of new and enhanced working conditions, operational policies and processes that contribute to the development of human capital and meet the needs of the modern organisation
Evaluates the need for, and effectiveness of management’s ability to integrate people and organisational processes and makes recommendations
Identifies scope for improvement to working practices, processes and structures and makes recommendations
Monitors the conduct of work and wellbeing of staff and provides training and support
Describes their responsibility to contribute positively to organisational behaviour
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To collect, analyse and use data to provide information and utilise the knowledge acquired to ensure that the workplace supports an organisation’s strategic objectives. To use the information and knowledge obtained to inform the decision-making process and to drive innovation in the service delivery.
FUNCTIONAL AREA COMPONENT
Information and knowledge management
Below are the reference details of the relevant units from the IWFM qualifications (for the full list of units for each level, see Appendix 1):
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
FM7.02, FM6.10 FM6.10, FM5.10 FM4.11 FM4.11 N/A
STRATEGIC MANAGEMENT OPERATIONAL
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
Applies knowledge and information management theory to the development of a knowledge management strategy
Specifies systems and processes for the effective management of information
Uses a range of data sources, collection methods and analytical techniques to make sound business decisions
Identifies the scope of information needed by a business
Identifies knowledge management systems and procedures
Evaluates the effectiveness of information systems to support an organisation’s strategic vision
Oversees the management of information collection and analysis to ensure its capacity to measure business performance
Manages the flow of FM information and knowledge tomeet business needs within legislative requirements
Identifies the requirements of a range of data sources, collection methods and analytical techniques
Appreciates the importance of effective knowledge management
Evaluates the capacity of integrated systems to manage the actual and anticipated use of information
Makes recommendations for improvements to strategy and business performance based on analyses of business information
Source and use information for an organisation’s benefit
Manages the collection of information in accordance with knowledge management protocols
Collects accurate related information on time
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FUNCTIONAL AREA
Strategy and policy development
Functional area summary descriptorDevelops strategy, policy and optimises performance.
Functional area full descriptorTo establish a strategy for the delivery of workplace and facilities management that is aligned to the strategic objectives of an organisation. To be instrumental in controlling key aspects of an organisation’s corporate social responsibility policies and its impact on the external environment. To establish and implement policies that explain and demonstrate what is expected of a workplace and/or facilities management team. Optimises performance.
This functional area comprises four components:• Workplace/facilities management strategy• Organisational performance• Corporate social responsibility• Workplace/facilities management policy
The definitions and standards for each of these functional area components are set out in the following pages.
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To understand the influences and drivers within a business. To develop and implement a workplace and/or facilities management strategy, aligned with an organisation’s strategic objectives which provides a detailed plan for achieving success. To understand the relationship between both an organisational and a workplace and/or facilities management strategy and how to communicate these effectively.
FUNCTIONAL AREA COMPONENT
Strategy
Below are the reference details of the relevant units from the IWFM qualifications (for the full list of units for each level, see Appendix 1):
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
FM7.01, FM6.01 FM6.01, FM5.02 FM5.02, FM4.02 FM4.02 N/A
STRATEGIC MANAGEMENT OPERATIONAL
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
Evaluates the nature of internal and external influences on an organisation that may affect its strategic direction and capacity to achieve its strategy
Articulates the vision, strategy and plan
Develops and implements plans that deliver the strategy and objectives to agreed quality standards within required timescales and budgets
Monitors operational performance in line with the plan and adjusts processes and procedures to achieve optimal efficiency
Explains the use, importance and components of an organisation’s strategy
Develops a strategy that maximises an organisation’s strategic positioning, markets, innovation and future trends
Develops operational plans, forecasts business requirements and specifies accountabilities to achieve the strategy
Manages processes to agreed standard operating procedures and designs monitoring and evaluation processes that are capable of measuring performance, quality and efficiency
Manages the allocation of resources according to identified priorities and risks to achieve optimal performance
Explains the relationship between an organisational strategy and a Workplace/FM strategy
Aligns strategy to latest business thinking, cutting edge practice, management theory and analysis ofstakeholder feedback
Designs business processes and procedures that can deliver the strategy and strategic objectives
Identifies operational strengths and successes and makes recommendations that address identified areas for improvement
Reports promptly on strengths and areas for improvement and makes practicable suggestions
Explains how their role contributes to the achievement of a strategy
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To manage interdependent organisational variables to optimal effect to achieve an organisation’s strategy, goals and objectives. To integrate strategy, structure, systems, style, staff and skills through shared values.*
FUNCTIONAL AREA COMPONENT
Organisational performance
Below are the reference details of the relevant units from the IWFM qualifications (for the full list of units for each level, see Appendix 1):
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
FM7.02 FM6.09 FM6.07
FM5.03 N/A FM3.15 N/A
STRATEGIC MANAGEMENT OPERATIONAL
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
Devises demanding but realistic evaluation criteria and assesses the nature, strengths and areas for development of an organisation’s effectiveness
Assesses the nature, strengths and weaknesses of an organisation’s management development, career management and succession planning and develops inclusive plans
Applies quality-related principles, tools, criteria and techniques to analyse and improve the efficiency of processes and the organisation of work
Assesses the characteristics, benefits and requirements of being a “learning organisation”
Explains the need for organisational change to meet future business challenges
Scopes the nature of external and internal developments, influences and trends and identifies the future needs of an organisation, its responsiveness to change, its structure, workforce and management
Makes flexible and creative use of HR and training resources and operational opportunities to develop management and the workforce and implements enhanced people processes
Designs new processes that adapt to changing needs and revises workplace design, working practices and patterns to respond to changing tempos and priorities
Supports team members in their personal and professional growth, encouraging innovation that contributes to enhanced operational performance and job satisfaction
Describes the purpose and features of “lifelong learning”, “continuous professional development”, and “employee engagement”
Establishes a strategy for the development of the future Workplace and Facilities Management workforce and to meet future challenges, maximize profitability and enhance job satisfaction and staff motivation
Evaluates the nature, strengths and weaknesses of an organisation’s Workplace and Facilities Management employee engagement and develops plans for enhancement that reward optimal performance and desired behaviours
Empowers staff to take calculated risks, act autonomously and creatively to achieve and exceed team goals
Analyses the crucial role of management in a successful organisation
Describes their own role and responsibilities for personal and professional development to meet changing business needs
* McKinsey’s 7-s Framework
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To develop and implement a strategy to create and manage a workplace which delivers services aligned with an organisation’s corporate social responsibility statement. This sets out an organisation’s impact on society and should demonstrate where a business seeks to integrate social, environmental, ethical human rights and customers rights into its core operation.
FUNCTIONAL AREA COMPONENT
Corporate social responsibility (CSR)
Below are the reference details of the relevant units from the IWFM qualifications (for the full list of units for each level, see Appendix 1):
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
FM7.04, FM6.02,FM6.11
FM6.02, FM6.11,FM5.01, FM5.19
FM5.19, FM4.19, FMP419
FM3.02, FM3.08, FM4.19
FM3.02, FM3.08
STRATEGIC MANAGEMENT OPERATIONAL
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
Evaluates the scope, benefits and costs of community involvement and corporate social responsibility (CSR) and ethical behaviour
Identifies opportunity for CSR involvement that maximise benefits to an organisation
Integrates socially responsible policy and ethical behaviour requirements into business processes and procedures
Ensures that supplies and services comply with CSR policies and ethical behaviour requirements
Explains the purpose of CSR policies and activities
Influences the development of a CSR strategy and ensures coherence with the overall business strategy
Develops and promotes CSR policies and ethical behaviour that maximise business opportunities
Promotes the benefits of socially responsible and ethical ways of working
Explains the importance and impact of CSR policies and activities
Explains the value to an organisation of CSR involvement
Evaluates the impact of a CSR strategy and ethical behaviour
Ensures the coherence and ethical nature of an organisation’s strategy, values, activities, policies and behaviour
Evaluates the impact of CSR activities and recommends improvements to socially responsible ways of working
Explains the scope of CSR policies and activities and the role of stakeholders
Complies with CSR policies and ethical behaviour requirements
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STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
FM7.04 FM7.04 FMP402 FMP402 N/A
STRATEGIC MANAGEMENT OPERATIONAL
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
Develops a framework for monitoring, measuring and reporting on the effectiveness of policies
Develops policies that align with the strategy and address the future direction of Workplace/FM
Implements policies to agreed quality standards within required timescales and budgets; addresses identified risks and priorities in line with operational plans
Ensures that team members adhere to policies
Adheres to policies
Evaluates the fitness for purpose of policies and the extent to which they meet legislative requirements
Manages the implementation of policies, ensuring control of the function and its activities
Designs monitoring and evaluation processes that are capable of measuring performance, quality and efficiency
Reports on problems, inconsistencies and shortfalls in policies
Explains the purpose of policies
Ensures the coherence of policies and their reflectiveness of organisational values and strategy
Evaluates the robustness of individual policies
Identifies operational strengths and successes and makes recommendations that address identified areas for improvement
Makes suggestions for improvements to policies
Makes suggestions for improvements to policies
To develop, implement and review policies which set out the details and level of service for the delivery of a workplace and/or facilities management function. To ensure policies are aligned with an organisation’s business plan. To monitor the future direction of workplace and facilities management and ensure policies are fit for purpose for a dynamic industry. To ensure that all policies reflect relevant legislation.
FUNCTIONAL AREA COMPONENT
Workplace and facilities management policy
Below are the reference details of the relevant units from the IWFM qualifications (for the full list of units for each level, see Appendix 1):
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FUNCTIONAL AREA
Leadership and management
Functional area summary descriptorDevelops and manages a highly motivated and skilled workforce in a dynamic environment.
Functional area full descriptorTo develop, manage and lead highly motivated and skilled teams whilst simultaneously adjusting to fast-changing organisational priorities. To link individual performance to the overall strategy of an organisation, considering the impact of both culture and values and to identify different approaches to management and models of team working to maximise efficiencies.
This functional area comprises five components:• Project management• People management• Culture and values• A healthy and productive workplace• Change management
The definitions and standards for each of these functional area components are set out in the following pages.
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STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
FM7.07 FM5.11 FM5.11, FM4.12, FMP405
FM4.12, FM3.06 FM3.06
STRATEGIC MANAGEMENT OPERATIONAL
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
Sponsors multiple programmes and manages the business case and accountabilities
Defines and plans programmes that meet the scope, strategic objectives and sponsor’s requirements
Manages the delivery of projects to plan and timescale through project monitoring, resource and contractor management
Schedules tasks and activities to meet project deadlines within resource constraints
Contributes to projects in accordance with project plans
Provides strategic direction, manages relationships and interdependencies of multiple programmes
Builds programme teams that meet skills set requirements and maximise individual strengths and experience
Reports on project progress, performance, deviations, risks, problems and actions taken toproject sponsors
Takes action within agreed parameters to ensure projects are kept on track
Collects projectperformance data
Evaluates the effectiveness, value and strategic fit of programmes to the achievement of an organisation’s strategy
Uses a range of techniques to control the delivery of programmes that achieve their objectives to budget and timescale
Completes project close-out actions and assesses the project output and outcomes against project objectives and agreed evaluation criteria
Reports on project progress and problems in line with communications plans
Provides information to stakeholders
To create a clearly defined workplace and/or facilities management project brief with a purpose, aim and SMART objectives. To identify key stakeholders, assemble project teams, establish and monitor a project budget. To monitor and manage a project through to completion, sign-off and review.
FUNCTIONAL AREA COMPONENT
Project management
Below are the reference details of the relevant units from the IWFM qualifications (for the full list of units for each level, see Appendix 1):
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STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
FM7.03, FM7.08, FM6.07
FM6.07, FM6.08, FM5.03, FM5.09
FM5.03, FM5.09, FM4.03, FM4.10,FMP407, FMP409
FM4.03, FM4.10,FMP407
FS2.05, FS2.21, FS2.24
STRATEGIC MANAGEMENT OPERATIONAL
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
Creates a systematic and comprehensive framework for the development of the workforce that complies with legislation
Forecasts and plans the workforce systematically to meet current, medium and long-term needs
Manages initial and ongoing recruitment and selection processes within legislative requirements to meet strategic objectives and operational priorities
Allocates work and responsibilities to team members fairly according to operational needs and individuals’ qualifications and strengths and development needs
Contributes to team objectives through the achievement of their own targets and objectives and by fulfilling their role and responsibilities
Influences corporate culture, values and organisational behaviour to improve organisational effectiveness
Motivates the workforce using personal leadership and management styles and effective performance management processes
Creates a learning environment that rewards personal development and meets current and identified future needs for knowledge, skills and professional development
Supervises work and workflows, providing motivating support and feedback to team members and meets legislative requirements
Communicates clearly with colleagues and stakeholders, using appropriate communication channels and media
Provides inspirational leadership that empowers and motivates the workforce to achieve the vision
Communicates the vision so the workforce understands the links between the Workplace/Facilities Management and organisational strategy
Manages staff retention through effective, motivational and egalitarian leadership and management
Appraises and develops team members to achieve their targets, objectives and personal goals
Contributes to effective team working through positive and helpful behaviour which meets legislative requirements
To recruit, build, empower and lead highly motivated and skilled individuals and teams. To set clear objectives and measure performance which are linked to the strategic objectives of an organisation. To identify appropriate styles of management which reflect the needs of the business. To create a learning environment which engenders a culture of innovation. To comply with relevant legislation.
FUNCTIONAL AREA COMPONENT
People management
Below are the reference details of the relevant units from the IWFM qualifications (for the full list of units for each level, see Appendix 1):
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STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
FM6.07 FM5.09, FM5.22 FM4.08 N/A N/A
STRATEGIC MANAGEMENT OPERATIONAL
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
Scopes the nature, characteristics and impact of an organisation’s climate, culture and values across its people, activities, policies and processes
Analyses the influences on and role of organisational climate and culture in successful businesses
Implements organisational development plans positively, promoting the benefits of change
Explains the reasons for resistance to organisational change
Describes the features and impact of an organisation’s culture and values
Adopts the characteristics of successful businesses e.g.: empowers autonomy, entrepreneurship and risk-taking and encourages customer focus*
Evaluates the need for changes to managerial styles and structures to respond to changing circumstances
Analyses the characteristics of successful organisations’ culture and climate
Suggests practicable ways of overcoming resistance to organisational change
Explains the relationship between an organisation’s culture and its values
Creates an organisational culture, organisational development and cultural strategy that optimize human potential, enhance employee engagement and productivity and that are responsive to change
Develops comprehensive organisational development plans that align with an organisation’s desired culture and values to respond to changing requirements
Analyses the way in which an organisation’s culture and values influence its policies and processes and people’s behaviour
Takes a collaborative, consultative and facilitative approach to the completion of work and team supervision
Describe how an organisation communicates its values overtly and implicitly
To apply organisational behaviour and recognition of the social processes to create a culture where employees are seen as investors to enable an organisation to respond to changing needs. To appreciate the importance of organisational culture and climate and the successful implementation and management of organisational change.
FUNCTIONAL AREA COMPONENT
Culture and values
Below are the reference details of the relevant units from the IWFM qualifications (for the full list of units for each level, see Appendix 1):
* Extract from Peters and Waterman (1982)
iwfm.org.uk/professional-standards
Professional Standards
25
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
N/A FM5.03 FM4.18 FM3.14 FM3.15 N/A
STRATEGIC MANAGEMENT OPERATIONAL
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
Formulates a strategy that maximises a building’s design and assets to create an environment that optimises employees’ health, wellbeing and productivity
Evaluates the impact of a green workplace on employee health, wellbeing and productivity
Analyses the quality of a building’s design factors e.g. (indoor air quality, thermal comfort, daylighting, acoustics, interior layout, views and biophilia, amenities)
Identifies obstacles to achieving a healthy workplace and makes practicable recommendations
Explains how a green workplace design contributes to a healthy and productive workplace
Initiates sustainable policies and plans that promote employee health, wellbeing and productivity and optimize a building’s design and assets which maximise ROI
Implements strategies, plans and policies that promote employee health, wellbeing and productivity, involving users and making innovative use of technology to enhance the workplace
Involves users and takes their feedback into account in the design, redesign and layout of a building and its services
Explains the link between maximising health, wellbeing and productivity outcomes with the minimisation of energy and use of resources and the impact on the environment
Explains the meaning of a “carbon footprint”
Assesses the effectiveness of technology in promoting employee health, wellbeing and productivity and develops strategies for improvement
Quantifies the cost, ROI and business benefits of a green workplace
Makes recommendations for improvements to a green building: good design, construction, behaviours and location
Ensures that all team members’ workstations are as ergonomically efficient as possible
Explains how employees physical and mental health can affect an organisation
To create a workplace that promotes health, wellbeing and productivity. To understand the relationship between a building, people, organisational performance and productivity. This is not about the regulatory aspects of health and safety, but rather the qualitative aspects of an environment that promotes the wellbeing of individuals that enables them to maximise their contribution at work.
FUNCTIONAL AREA COMPONENT
A healthy and productive workplace
Below are the reference details of the relevant units from the IWFM qualifications (for the full list of units for each level, see Appendix 1):
Professional Standards
26
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
FM7.02, FM6.07,FM6.14
FM6.07, FM6.14,FM5.01, FM5.22
FM5.01, FM4.08,FMP406, FM4.23
FM4.08 N/A
STRATEGIC MANAGEMENT OPERATIONAL
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
Identifies trends, creates the vision for change and embeds a change culture and strategy into an organisation
Identifies the drivers to and need for change in strategy and/or delivery and plans organisational change
Keeps abreast of potential and planned change within an organisation and environment that may have an impact on operations
Ensures the smooth running of work during periods of change
Responds to and accepts change positively
Promotes the vision and leads strategic change with stakeholder support
Ensures coherence of planned changes with policies and processes
Implements changes to services to plan, timescale and budget, overcoming barriers to change
Monitors the effects of change and contributes constructively to continuous improvement
Carries out tasks in line with change plans
Manages the impact of change on the effective delivery of services
Evaluates the impact, effectiveness, value and fit with strategic objectives of the change
Promotes the benefits and supports the introduction of change in an organisation, providing resources and training
Reports on progress and developments and resolves issues relating to the implementation of change
Understands the reasons for and importance of change
To monitor the trends and future direction of workplace and facilities management to envision and initiate the need for change. To lead and manage key stakeholders through the process of change whilst monitoring and managing any potential impact from the proposed change on the delivery of facilities management services within an organisation.
FUNCTIONAL AREA COMPONENT
Change management
Below are the reference details of the relevant units from the IWFM qualifications (for the full list of units for each level, see Appendix 1):
iwfm.org.uk/professional-standards
Professional Standards
27
FUNCTIONAL AREA
Business continuity and compliance
Functional area summary descriptorBuilds business resilience and contains business risk.
Functional area full descriptorTo establish risk management strategies aligned to the strategic objectives of an organisation and to build business resilience by the creation of a robust business continuity plan. To ensure that an organisation is compliant with key regulations, legislation and codes of practice to promote a safe and healthy working environment.
This functional area comprises two components:• Risk management• Compliance
The definitions and standards for each of these functional area components are set out in the following pages.
Professional Standards
28
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
FM7.04, FM6.02 FM6.02, FM5.04 FM5.04, FM4.06,FMP412
FM4.06, FM3.13 FS2.01, FS2.04, FS2.08, FS2.09,FSP202
STRATEGIC MANAGEMENT OPERATIONAL
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
Analyses the scope and significance of business risks and their potential impact
Monitors the business environment and assesses the likelihood of business risks occurring
Develops and implements risk controls in line with business continuity strategies and plans and risk criteria
Ensures that team members comply with business continuity, disaster recovery and contingency requirements
Follows procedures relating to all forms of risks and business continuity
Develops a comprehensive and integrated risk management strategy
Develops risk and crisis management criteria, policies, systems and processes that comply with legislation
Designs and manages monitoring systems that are capable of identifying business risks and shortfalls in compliance with legislation
Monitors identified risks and areas of work that may present risks
Identifies hazards and risks in the workplace and takes action to reduce them
Evaluates the impact and effectiveness of a risk management strategy
Evaluates the relationship between business risks, business continuity and corporate governance
Reports on risk identification, and mitigation and makes recommendations to improve risk management processes
Reports on all risks identified and the actions taken to manage them
Maintains and provides accurate and up to date risk-related information
To understand the principles of corporate governance, its relationship to risk management and the importance of risk management in the context of an organisational strategy. To review the effectiveness of risk management strategies, apply risk transfer and contribute to a robust business continuity plan. To assess the risk of not being compliant with relevant legislation.
FUNCTIONAL AREA COMPONENT
Risk management
Below are the reference details of the relevant units from the IWFM qualifications (for the full list of units for each level, see Appendix 1):
iwfm.org.uk/professional-standards
Professional Standards
29
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
FM7.04, FM6.04, FM6.05, FM6.06, FM6.08, FM6.11, FM6.13
FM6.02, FM6.04, FM6.06, FM6.08, FM6.11, FM5.03, FM5.06, FM5.07, FM5.10, FM5.18, FM5.19, FM5.20, FM5.21
FM5.03, FM5.06, FM5.07, FM5.10, FM5.18, FM5.19, FM5.20, FM5.21 FM4.03, FM4.04, FM4.05, FM4.11, FM4.16, FM4.18, FM4.19, FM4.20, FM4.21 FMP411
FM3.02, FM3.05, FM3.09, FM3.11, FM3.12, FM3.13
FS2.01, FS2.09, FS2.10, FS2.13, FS2.18, FS2.19, FS2.21, FSP202, FSP204
STRATEGIC MANAGEMENT OPERATIONAL
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
Evaluates the extent to which an organisation’s policies comply with legislative, statutory and regulatory requirements
Evaluates the implications and potential consequences of non-compliance with corporate governance and legislative, statutory and regulatory requirements
Monitors the extent of ongoing compliance with legislative, statutory and regulatory requirements and reports shortfalls
Monitors team members’ work to ensure they meet legislative, statutory and regulatory requirements
Carries out work in accordance with work instructions, standard operating procedures and legislative, statutory and regulatory requirements
Develops corporate governance policies, structures and processes that are coherent with an organisation’s overall governance requirements
Analyses the scope, purpose, roles and responsibilities of those involved in corporate governance
Establishes processes and systems that ensure ongoing compliance with legislative, statutory and regulatory requirements
Ensures that all operational tasks and work instructions are set up and organised to comply with legislative, statutory and regulatory requirements
Explains their responsibilities and liabilities for compliance with legislative, statutory and regulatory requirements
Evaluates the impact of corporate governance, financial, ethical and social commitments and values
Develops processes and procedures that meet corporate governance and legislative, statutory and regulatory requirements and ensures their ongoing currency
Manages the implementation of policies and procedures to meet legislative, statutory and regulatory requirements
Monitors the extent to which operational tasks comply with legislative, statutory and regulatory requirements, reporting problems and shortfalls
Explains the potential consequences of non-compliance with legislative, statutory and regulatory requirements
To understand corporate governance and the scope of a workplace and/or facilities manager’s role which is affected by a plethora of regulation and legislation. For example, health and safety, environmental, employment, contract, company, etc. To be responsible for ensuring that all relevant legislation is adhered to in the workplace and to create a culture of proactive compliance.
FUNCTIONAL AREA COMPONENT
Compliance
Below are the reference details of the relevant units from the IWFM qualifications (for the full list of units for each level, see Appendix 1):
Professional Standards
30
iwfm.org.uk/professional-standards
Professional Standards
31
FUNCTIONAL AREA
Business support services management
FM functional area summary descriptorDelivers and innovates workplace and/or facilities management service solutions aligned with business objectives.
FM functional area full descriptorTo evaluate trends and developments in the market, identify future needs and use this information to innovate and promote the added value of an organisation’s workplace and/or facilities management service. To identify, implement and maintain services in accordance with the standards set out in service level agreements. To assess continually the quality and value for money of services provided.
This functional area comprises two components:• Service innovation• Managing service delivery
The definitions and standards for each of these functional area components are set out in the following pages.
Professional Standards
32
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
FM7.01, FM7.03, FM6.01, FM6.07
FM6.01, FM6,07, FM5.01, FM5.04, FM5.08, FM5.14,FM5.20
FM5.01, FM5.04, FM5.08, FM5.14, FMP404, FMP413,FM4.24
FMP404, FMP413 FS2.02, FS2.04
STRATEGIC MANAGEMENT OPERATIONAL
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
Forecasts trends that align with strategic objectives and priorities and evaluates their impact nationally and internationally
Analyses trends, their contexts, key drivers and their impact on the direction of Workplace and Facilities Management
Identifies areas for improvement to the delivery of services that meet strategic objectives
Collects stakeholder feedback and ideas for improvement
Reviews work practices within a team to identify areas for improvement
Evaluates the extent to which a culture of innovation is embedded within the service provision and its impact
Creates value by identifying new market opportunities and/or improving the efficiency of services
Assesses the suitability of new opportunities that are capable of adding value to operational effectiveness, service delivery and service scope
Identifies opportunities to improve services in line with customer expectations
Identifies opportunities for continuous improvement
Motivates and empowers individuals to innovate and optimise opportunities for enhancing services and relationships
Evaluates the relevance and application of latest developments to enhance service provision
Promotes enhanced services to stakeholders
Makes recommendations about areas of services and business practices that could be more efficient
Reports recommendations for improvements to services and working practices
To recognise the influences and drivers of workplace and/or a facilities management function and to identify trends and future developments to improve delivery. To optimise opportunities to market and promote the added value of workplace and facilities management both within and outside an organisation. To promote innovation by identifying opportunities for new or alternative services.
FUNCTIONAL AREA COMPONENT
Service innovation
Below are the reference details of the relevant units from the IWFM qualifications (for the full list of units for each level, see Appendix 1):
iwfm.org.uk/professional-standards
Professional Standards
33
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
FM6.05 FM6.05, FM5.06 FM5.06, FM4.04,FMP403, FMP404,FMP408
FM4.04, FMP401, FM3.09
FS2.02, FM3.09
STRATEGIC MANAGEMENT OPERATIONAL
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
Develops service delivery strategies
Evaluates the efficiency, effectiveness and value for money of support services operations and budgets
Manages the delivery of support services
Supervises the delivery of operational performance objectives
Explains various ways of providing support services
Evaluates the effectiveness of alternative service delivery models measured against resourcing implications
Develops operational plans and service level agreements (SLAs) for the delivery of support services
Analyses the efficiency of the delivery of support services
Monitors operational performance within safe systems of work and budgetary constraints
Follows working practices and organisational procedures in the delivery of support services
Identifies opportunities for new and alternative models of service delivery that meet strategic objectives
Identifies resource requirements for the delivery of support services by different methods
Recommends actions for improvements to delivery of support services
Explains the cost-effectiveness of different methods of delivering services
Keeps to schedules, specifications and quality standards in the delivery of support services
To develop and implement strategies for the delivery of support services within an organisation. To identify the needs of an organisation, establish service level agreements and manage the delivery of a service. To embed a culture and programme of continual review in order to monitor performance and to identify opportunities for new or alternative services.
FUNCTIONAL AREA COMPONENT
Managing service delivery
Below are the reference details of the relevant units from the IWFM qualifications (for the full list of units for each level, see Appendix 1):
Professional Standards
34
iwfm.org.uk/professional-standards
Professional Standards
35
FUNCTIONAL AREA
Property portfolio management
Functional area summary descriptorMaximises and protects the value of property assets, manages accessibility and ensures their fitness for purpose.
Functional area full descriptorTo influence building design, manage accessibility and inclusion, manage and maintain property and assets to meet the strategic objectives of an organisation and using building information modelling (BIM) to manage buildings efficiently. To be cognizant of legal stakeholders and to comply with key legislation. To optimise space and manage its effective use, that is accessible and inclusive to all, to meet immediate and future needs of a business whilst considering environmental issues and thereby complying with the organisation’s corporate social responsibility statement.
This functional area comprises five components:• Building maintenance• Property and asset management• Space management• Managing accessibility and inclusion• Building information modelling
The definitions and standards for each of these functional area components are set out in the following pages.
Professional Standards
36
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
FM6.13 FM6.13, FM5.17 FM5.17, FM4,17, FMP417 FM4.17, FMP417, FM3.11 FS2.04, FS2.07, FS2.09, FS2.11, FS2.12
STRATEGIC MANAGEMENT OPERATIONAL
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
Evaluates the strategic options available to maintain buildings within a portfolio against strategic objectives and priorities
Designs control systems to monitor the implementation of a maintenance strategy for a property portfolio
Implements systems for planning, scheduling, recording, monitoring, tracking and controlling maintenance and costs
Identifies maintenance priorities based on condition surveys
Carries out maintenance tasks in accordance with job instructions
Anticipates developments that may affect property maintenance requirements and maintenance skills within an organisation
Plans and manages the implementation of a maintenance strategy for a property portfolio
Manages programmes of maintenance, identifying and controlling risks
Supervises maintenance tasks to meet the requirements of legislation, quality and Service Level Agreement requirements
Gathers and analyses maintenance data
Develops a maintenance strategy for a property portfolio that addresses short and long-term needs
Evaluates the effectiveness and cost-effectiveness of a maintenance strategy for a property portfolio and identifies areas for improvement
Controls costs and achieves best value from maintenance contracts and programmes within service level agreements to retain the safety, usability and value of properties
Reports on issues and risks identified through maintenance tasks
Reports on issues encountered through maintenance work
To analyse the maintenance implications associated with different building structures and assets contained therein. To develop, implement and review the strategies for building use, building services and control systems in a range of facilities management contexts. To manage and monitor maintenance programmes. To evaluate and use different management systems and technologies available.
FUNCTIONAL AREA COMPONENT
Building maintenance
Below are the reference details of the relevant units from the IWFM qualifications (for the full list of units for each level, see Appendix 1):
iwfm.org.uk/professional-standards
Professional Standards
37
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
FM6.13 FM6.13, FM5.16 FM5.16, FM4.16, FMP415
FM4.16, FM3.12 FM3.12, FS2.06
STRATEGIC MANAGEMENT OPERATIONAL
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
Scopes the size and characteristics of an estate and the extent to which it reflects strategic objectives
Evaluates the cost effectiveness of the uses and occupancy of an estate, identifying opportunities to maximise its value and minimise costs
Confirms that assets meet organisational requirements and makes viable recommendations for improvement
Explains the contractual arrangements and costs associated with the provision and management of property and other assets
Carries out tasks relating to fixed assets in accordance with standard operating procedures and legislative requirements
Influences the development of a corporate estate strategy to ensure its fitness for purpose, coherence with strategic objectives and legislative requirements
Develops an accommodation strategy that addresses how properties and other assets will be used and maintained
Assesses the way in which building design affects the way in which properties and other assets are utilised efficiently
Supervises the deployment of furniture and equipment assets
Explains the legislative, statutory and regulatory requirements relating to the use and management of property and other assets
Evaluates the impact of changes to a corporate estate strategy
Develops operational plans for the use and management of property and other assets
Manages the implementation of plans for the cost- effective use of property and other assets
Updates fixed asset registers
Explains the support services requirements relating to the use and management of property and other assets
To collect and use data to identify the size and components of an estate. To use that information to plan and manage the property portfolio, aligned to strategic objectives and is compliant with relevant legislation. To manage property costs and develop, maintain and review asset registers. To influence building design to ensure a safe and efficient workplace is created.
FUNCTIONAL AREA COMPONENT
Property and asset management
Below are the reference details of the relevant units from the IWFM qualifications (for the full list of units for each level, see Appendix 1):
Professional Standards
38
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
FM6.13 FM5.18 FM5.18, FM4.18, FMP416
FM4.18, FMP416, FM3.10
FM3.10
STRATEGIC MANAGEMENT OPERATIONAL
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
Identifies trends and leads the development of a corporate strategy for the use of internal space
Evaluate the extent to which an organisation’s use of space aligns with its vision, objectives and culture
Assesses the factors to be considered in the implementation of a space management plan whilst addressing the impact on the environment
Identifies user requirements for the use of space
Carries out space management tasks in accordance with legislative, statutory and regulatory requirements
Ensures mechanisms are in place to evaluate the cost efficiency of the use of space
Creates a space management plan for a corporate estate, balancing investment costs against forecasted benefits
Implements a space management plan for a building or group of buildings in consultation with stakeholders and prepares briefs for space layouts
Supervises space management tasks in accordance with legislative, statutory and regulatory requirements
Explains the interrelationship between different categories of space
Analyses the impact of changes in the use of internal space and their implications
Optimises available space by innovative approaches to building design and occupancy
Reviews the implementation of a space management plan and the use of space, identifying areas for improvement
Suggests improvements to the efficiency of space utilisation
Explains the impact on the amount of space needed for different ways of working
To develop and implement a strategy for space, optimising its use while considering environmental issues and the experience of the users of the space. To prepare briefs for space layout, implement changes and assess feasibility of new developments, balancing costs versus benefits. To develop strategies for introducing alternative ways of working or the need to change the use of accommodation.
FUNCTIONAL AREA COMPONENT
Space management
Below are the reference details of the relevant units from the IWFM qualifications (for the full list of units for each level, see Appendix 1):
iwfm.org.uk/professional-standards
Professional Standards
39
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
FM7.01, FM7.04, FM6.01, FM6.02, FM6.06, FM6.07,FM6.13
FM6.01, FM6.06, FM6.07, FM6.13, FM6.14, FM5.07,FM5.16
FM5.22, FM5.07, FM5.16, FM4.05, FM402, FMP4.07
FM4.05, FMP407, FM3.05
FSP2.01, FSP2.02, FSP2.03, FS2.02, FS2.04, FS2.21
STRATEGIC MANAGEMENT OPERATIONAL
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
Champions good practice and the benefits of an inclusive approach to facilities management
Develops inclusive policies, processes and procedures and embeds inclusivity good practice in management decisions
Manages the implementation of inclusivity policies and procedures
Monitors the performance of facilities and services in meeting users’ access needs
Follows accessibility management procedures
Develops corporate governance policies and structures that embrace the fundamental principles of inclusivity and ethical requirements
Influences the design of facilities and services to ensure inclusion
Analyses the efficacy of inclusivity processes and procedures
Ensures that all tasks are carried out in accordance with legal, statutory, regulatory and ethical requirements
Offers suggestions to improve inclusive services
Evaluates the extent to which an organisation’s strategy and management objectives meet legal, statutory and regulatory requirements for accessibility and disability equality
Motivates and empowers individuals to achieve and enhance inclusive practice
Adapts facilities and services to meet users’ access requirements
Reports on problems and issues of access
Explains the impact of inaccessible facilities and not providing an inclusive service
To understand the principles of inclusive design and management and how people’s diverse needs should influence the design, use and management of workplaces and facilities; the ethical, legal and organisational imperatives for inclusive facilities including the range of disabled people’s needs.
FUNCTIONAL AREA COMPONENT
Managing accessibility and inclusion
Below are the reference details of the relevant units from the IWFM qualifications (for the full list of units for each level, see Appendix 1):
Professional Standards
40
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
FM5.23 FM5.23 FM4.25 FM4.25 N/A
STRATEGIC MANAGEMENT OPERATIONAL
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
Influences national developments and toolkits in BIM
Evaluates the scope of BIM and its strategic implications
Analyses the characteristics, uses, users and benefits of BIM throughout theproject life cycle
Understands the BIM process
Understands the purpose and benefits of BIM
Anticipates developments in BIM and how benefits might be harnessed
Assesses the strategic dimensions of BIM for facilities management implementation
Appraises the roles of national standards, BIM software, Soft Landings and toolkits
Understands the application of BIM in different contexts
Understands how BIM models are developed
Evaluates the costs and benefits of BIM for a portfolio of assets
Evaluates the implications of BIM for other aspects of work and the impactof unmanaged risks
Analyses the requirements of BIM implementation and its value
Appreciates the requirements of BIM
Understands the role of a BIM manager
To generate and manage digital representations of physical and functional characteristics of buildings to support decision-making and efficient running in the planning, design, construction, operation and maintenance of physical assets throughout their lifecycle.
Below are the reference details of the relevant units from the IWFM qualifications (for the full list of units for each level, see Appendix 1):
FUNCTIONAL AREA COMPONENT
Building information modelling (BIM)
iwfm.org.uk/professional-standards
Professional Standards
41
FUNCTIONAL AREA
Quality management and customer service
Functional area summary descriptorFulfils customer expectations and quality requirements.
Functional area full descriptorTo embed a quality management approach into the development and delivery of a customer service-oriented workplace and/or facilities management function. To identify key stakeholders and to build, manage and maintain relationships both internally and externally to improve continually on services delivered and encourage innovation.
This functional area comprises three components:• Customer service• Stakeholder relationships• Quality management
The definitions and standards for each of these functional area components are set out in the following pages.
Professional Standards
42
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
FM7.03, FM7.05,FM6.03
FM6.03, FM5.15 FM5.15, FM4.15 FM4.15, FM3.03 FM3.03, FSP203, FS2.03
STRATEGIC MANAGEMENT OPERATIONAL
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
Co-creates with clients a shared customer service strategy which aligns with the client’s strategic objectives
Evaluates the extent to which customers’ expectations are met or exceeded in consultation with stakeholders
Evaluates performance against agreed criteria and clients’ quality standards
Assesses the scope and features of a customer-focused service and how this contributes to the achievement of business objectives
Meets agreed standards in activities
Leads the development of a customer-focused organisation through the design of systematic customer- centric business processes
Manages the implementation of a customer service strategy with stakeholder support
Analyses processes and procedures and identifies areas for improvement in customer service
Motivates staff and supervises the delivery of customer-centric services
Explains what is meant by ‘customer service’ and the behaviours that support it
Develops strategies for improving and measuring customer service and customer relationships
Evaluates the effectiveness of customer service feedback processes and how these inform areas for improvement
Encourages a customer-focused culture and identifies ways of improving client and customer relationships
Establishes clients’ requirements and levels of satisfaction
Meets or exceeds customers’ expectations and builds relationships with customers
To embed a customer-centric culture by developing, implementing and reviewing strategies to improve customer service engagement and build relationships. To motivate, engage and empower staff to optimise opportunities to enhance relationships and improve customer satisfaction both internally and externally across an organisation. To gather and analyse data and present findings in support of a programme of continual improvement.
FUNCTIONAL AREA COMPONENT
Customer service
Below are the reference details of the relevant units from the IWFM qualifications (for the full list of units for each level, see Appendix 1):
iwfm.org.uk/professional-standards
Professional Standards
43
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
FM7.03, FM6.09 FM6.09, FM5.13 FM5.13, FM4.13, FMP408
FM4.13, FMP408, FM3.03
FM3.03, FS2.02, FS2.03, FS2.24, FSP203
STRATEGIC MANAGEMENT OPERATIONAL
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
Builds influential and productive relationships with stakeholders
Influences relationships with stakeholders to mutual benefit
Identifies with whom to build relationships and establishes objectives that align with strategic goals
Identifies the needs of customers and colleagues
Maintains productive working relationships with colleagues and/or customers
Negotiates mutually favourable relationships and reduces the potential for conflict
Consults stakeholders and takes their views into account in the decision making process.
Manages relationships with stakeholders and their expectations
Monitors and maintains productive working relationships with customers and colleagues
Meets the expectations of colleagues and/ or customers, communicating helpful information and offering support
Evaluates the effectiveness of the management and nature of stakeholder relationships
Analyses the context of stakeholder relationships to optimise their value
Analyses the value of relationships with stakeholders
Recommends actions to resolve issues that affect customers’ levels of satisfaction
Behaves in a way that promotes confidence amongst colleagues and/or customers
To employ a range of techniques to ensure relationships with stakeholders contribute in a positive way towards meeting targets. To develop, build and maintain productive relationships with stakeholders, consult on key issues and activities, manage complex negotiations and understand the wider context that affects these relationships. To monitor and review the effectiveness of the relationships with stakeholders.
FUNCTIONAL AREA COMPONENT
Stakeholder relationships
Below are the reference details of the relevant units from the IWFM qualifications (for the full list of units for each level, see Appendix 1):
Professional Standards
44
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
FM7.05, FM6.03 FM6.03 FM5.06, FM5.08, FM5.14
FM5.06, FM5.08, FM5.14, FM4.09, FM4.14, FMP413
FM4.09, FM4.14, FMP413
FS2.02, FS2.05
STRATEGIC MANAGEMENT OPERATIONAL
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
Evaluates the scope for integrating quality principles
Establishes a measurement framework for the evaluation of the effectiveness and cost of quality-driven changes in Workplace and Facilities Management
Monitors operational performance to ensure that quality standards and targets are met within budget
Supervises the delivery of services that meet or exceed performance requirements and quality standards
Follows working practices and develops effective working relationships with colleagues and/or customers
Embeds quality practices into processes
Evaluates the effectiveness of quality systems and identifies where quality approaches could be adopted in operational activities and working practices
Evaluates the extent to which improvements could be made to delivery and makes viable recommendations
Promotes the concepts of quality and performance measurement to team members and provides practical interpretations of their requirements
Meets quality standards in their area of work
Fosters a culture of quality across the workforce
Integrates quality principles into a delivery strategy
Encourages innovation and continuous improvements
Explains to staff the requirements of quality standards, accreditation schemes and continuous improvement
Suggests improvements and reports issues and shortfalls in meeting quality standards
To embed a culture of quality by implementing the following quality management principles: Customer focused, demonstrate leadership, involve key stakeholders, develop and review processes and systems, integrate a programme of continual improvement in the pursuit of quality, gather data and facts to inform decision making and develop beneficial relationships.
FUNCTIONAL AREA COMPONENT
Quality management
Below are the reference details of the relevant units from the IWFM qualifications (for the full list of units for each level, see Appendix 1):
iwfm.org.uk/professional-standards
Professional Standards
45
FUNCTIONAL AREA
Finance and technology
Functional area summary descriptorOptimises finance and IT resources.
Functional area full descriptorTo generate and maximise income, to be compliant with the legal obligations for financial management, to evaluate financial performance and understand life cycle costing methodologies. To set, manage and monitor budgets and prepare financial cases. To use, analyse and manage data and information. To review constantly and analyse the applications, benefits and costs of technology systems to support an organisation.
This functional area comprises two components:• Financial management• Technology
The definitions and standards for each of these functional area components are set out in the following pages.
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STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
FM7.04, FM7.06,FM6.04
FM6.04, FM5.05, FM5.05, FM4.07,FMP410
FM4.07, FM3.07 N/A
STRATEGIC MANAGEMENT OPERATIONAL
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
Ensures that policies meet financial probity requirements and legal, ethical and social responsibilities of an organisation
Drafts business plans that optimise revenue streams and meet legal requirements
Monitors the achievement of objectives against cash flow requirements and budget limitations
Controls costs whilst delivering targets and objectives
Carries out financial tasks to the required standard
Identifies planning priorities that inform business planning and budget preparation to optimise performance
Writes financial cases that support applications for financial investment
Prepares financial reports on the business performance and financial health of the FM function
Monitors budgets and investigates variances
Maintains complete and accurate financial information
Identifies financing requirements and evaluates investment, cost reduction and/or income-generating opportunities
Appraises budgetary control processes and evaluates performance against budgets
Prepares business cases and budgets for activities
Reports on variances and makes realistic recommendations to address them
Provides financial information within the required timescale to authorised people
To recognise how income is generated within workplace and facilities management, the legal obligations and to evaluate financial performance. To understand the principles of management accounting, balance sheets, the use of capital and revenue budgets. To identify trends and variances and prepare financial cases. To develop and manage budgets, understand the impact of depreciating asset values, whole-life costing and discounted cash flow.
FUNCTIONAL AREA COMPONENT
Financial management
Below are the reference details of the relevant units from the IWFM qualifications (for the full list of units for each level, see Appendix 1):
iwfm.org.uk/professional-standards
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STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
FM7.02, FM6.10 FM6.10, FM5.10 FM5.10, FM4.11 N/A N/A
STRATEGIC MANAGEMENT OPERATIONAL
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
Keeps up to date with technological developments that may enhance the business function and evaluate the potential impact
Plans the implementation of technology solutions to support objectives and activities
Maintains legislative requirements in the use of technology
Supervises the use of technology to achieve efficiency in service delivery
Uses technology efficiently
Influences the Workplace and FM aspects of a technology strategy and business continuity plans
Manages the implementation of technology solutions
Ensures the use of technology optimises the management of operations
Monitors the use of technology and reports on issues
Adheres to organisational protocols in the use of technology
Ensures the coherence of Workplace/FM aspects of a technology strategy with a knowledge management strategy and legislative, statutory, regulatory and contractual requirements
Evaluates the effectiveness of technology solutions in delivering the strategy and objectives
Encourages the adoption of technology to improve service delivery
Makes practical suggestions for improvements to the use of technology
Provides support to colleagues in the use of technology
To develop a workplace and/or facilities management technology strategy to deliver services and/or manage the workplace. To be aware of fast-changing technological trends and to maximise opportunities for improvement. To use technology to plan maintenance, maximise the lifespan of assets, analyse financial data and forecast future requirements based on changing business needs.
FUNCTIONAL AREA COMPONENT
Technology
Below are the reference details of the relevant units from the IWFM qualifications (for the full list of units for each level, see Appendix 1):
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iwfm.org.uk/professional-standards
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FUNCTIONAL AREA
Procurement and contract management
Functional area summary descriptorCreates value through procurement and contract management.
Functional area full descriptorTo develop a procurement strategy that is aligned to an organisation’s strategic objectives. To develop specifications to use and manage contracts in accordance with business requirements whilst ensuring compliance with relevant legislation. To identify suppliers, manage and review on-going supplier relationships. To establish clear selection criteria and manage performance against stated criteria, creating value for the organisation.
This functional area comprises two components:• Procurement• Contract management
The definitions and standards for each of these functional area components are set out in the following pages.
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STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
FM7.05, FM6.12 FM6.12, FM5.13, FM5.21 FM5.21, FM4.13,FM4.21, FMP414
FM4.21, FM3.04 N/A
STRATEGIC MANAGEMENT OPERATIONAL
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
Keeps abreast of developments and maintains networks that may enhance procurement strategies and activities
Leads bidding and tendering processes
Develops technical specifications for the procurement of suppliers, products and services
Raises purchase orders for products, services and supplies
Raises purchase orders for products, services and supplies
Sets objectives and evaluation criteria and develops a procurement strategy and policies
Negotiates optimum arrangements in contracts for suppliers and services in accordance with procurement policies
Sources suppliers and services in accordance with procurement policies
Researches potential suppliers of products or services
Explains the importance of procurement policies and procedures
Evaluates the effectiveness and ethical value of a procurement strategy and policies and their alignment with an organisation’s corporate social responsibilities
Appraises procurement processes and contractual arrangements and recommends improvements
Appoints suppliers and procures services in accordance with FM that offer best value within procurement policies and within agreed budgets
Explains the requirements of different forms of procurement and contractual arrangements
Explains the meaning and importance of a “supply chain”
To develop and implement a procurement strategy. To identify and select suppliers following robust and transparent selection criteria. To acquire products or services and understand and manage the whole supply chain. To ensure alignment with an organisation’s corporate objectives by measuring quality versus price versus risk so that best value for the company is achieved.
FUNCTIONAL AREA COMPONENT
Procurement
Below are the reference details of the relevant units from the IWFM qualifications (for the full list of units for each level, see Appendix 1):
iwfm.org.uk/professional-standards
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STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
FM7.07 FM5.21 FM4.21 FM4.21 N/A
STRATEGIC MANAGEMENT OPERATIONAL
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
Develops a contract management policy that is capable of providing synergy, the opportunity for innovation and mutual advantage
Mobilises and develops contracts
Agrees requirements with clients that are mutually beneficial
Monitors contractor performance and the progress of work in line with agreed criteria
Carries out contract management tasks as directed
Develops a robust and transparent supplier management framework
Evaluates the effectiveness of suppliers against agreed criteria
Manages contracts and stakeholder relationships
Collects and analyses information on supplier performance
Collects information on supplier performance and customer feedback
Evaluates the effectiveness of contractual arrangements for the delivery of the procurement strategy and objectives
Ensures value for money from contracts
Identifies and reports on developments, recommending actions to address problems
Reports on developments, making recommendations to address issues
Reports on contract management issues and opportunities
To identify, use and manage different types of contracts. To develop specifications and terms and conditions for the procurement of goods and/or services and to manage the costs of the contract. To gather data and analyse feedback to monitor performance of the contract. To comply with relevant legislation and manage stakeholder relationships.
FUNCTIONAL AREA COMPONENT
Contract management
Below are the reference details of the relevant units from the IWFM qualifications (for the full list of units for each level, see Appendix 1):
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iwfm.org.uk/professional-standards
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FUNCTIONAL AREA
Sustainability
Functional area summary descriptorMinimises the impact on the environment through sustainable practices and the efficient use of resources.
Functional area full descriptorTo recognise and address the importance of sustainability and environmental issues and how workplace and facilities management has an impact on these issues. To develop and implement policies that protect the environment and support corporate social responsibility and improve awareness. To review policies to reflect changes in legislation. To analyse and improve energy and utility efficiency.
This functional area comprises two components:• Energy management• Environmental management
The definitions and standards for each of these functional area components are set out in the following pages.
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STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
FM6.11 FM6.11, FM5.20 FM4.20, FMP418 FM4.20 FSP204
STRATEGIC MANAGEMENT OPERATIONAL
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
Leads the development of an energy and water management strategy and policies in line with current standards
Controls and conserves energy and water
Audits energy and water usage and supports the effective use of energy
Monitors the consumption of energy and water
Collects information on energy and water usage
Evaluates the coherence of strategies and policies for energy and water, corporate social responsibility, the environment and sustainability
Promotes the efficient use of energy and water
Develops and communicates a strategy for the management of energy and water
Reports on the consumption of energy and water
Explains the influences on energy and water management
Evaluates the impact of an energy and water management strategy
Uses environmentally friendly energy and water management policies as a publicity tool
Promotes the efficient use of energy and water
Explains the principles of energy and utilities management
Describe what is meant by the terms “carbon footprint” and “renewable sources”
To develop, implement and review an organisation’s energy and utilities management policy and ensure compliance with relevant legislation. To influence the reduction of consumption of electricity, gas and water in buildings. To measure and monitor energy consumption against targets. Implement improvement programmes for building users and optimisation of asset operation thereby reducing cost and increasing efficiency. To influence the reduction of an organisation’s carbon footprint.
FUNCTIONAL AREA COMPONENT
Energy management
Below are the reference details of the relevant units from the IWFM qualifications (for the full list of units for each level, see Appendix 1):
iwfm.org.uk/professional-standards
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STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
FM6.11 FM5.19 FM5.19, FM4.19, FMP411, FMP419
FMP411, FM4.19 FM3.02
FS2.06, FS2.12, FS2.14, FS2.15, FS2.19, FSP204
STRATEGIC MANAGEMENT OPERATIONAL
STRATEGIC SENIOR MANAGER SUPERVISOR SUPPORT
Leads the development of a sustainable environmental strategy and policies in line with current standards
Manages the implementation of a sustainable environmental strategy and policies and reduces the impact of Workplace/FM activities on the environment
Manages systems to ensure that environmental standards and legislative requirements are met
Collects and analyses information on environmental performance and waste management issues
Complies with organisational environmental policies and procedures
Evaluates the coherence of Workplace/FM strategies and policies for energy and water, corporate social responsibility, the environment and sustainability
Influences stakeholders’ values, perceptions and behaviours on environmentally- friendly policies
Ensures people understand and fulfil their responsibilities and liabilities for meeting environmental legislative requirements
Identifies and reports on sustainability issues associated with activities and projects
Conserves resources and minimises environmental damage during work activities
Fosters a culture of social and environmental responsibility and accountability and promotes sustainable practice
Evaluates the impact of sustainable environmental strategy and policies
Adopts and promotes sustainable practices to staff, contractors and suppliers
Ensures team members understand and fulfil their responsibilities for meeting environmental legislative requirements
Disposes of waste safely in accordance with the waste hierarchy
To develop, implement and review policies that protect the environment and comply with relevant legislation. To improve environmental awareness amongst key stakeholders and introduce behaviour change programmes which support the corporate social responsibility statement of an organisation. To review and influence the impact of the facilities management functions on an organisation plus the wider community.
FUNCTIONAL AREA COMPONENT
Environmental management
Below are the reference details of the relevant units from the IWFM qualifications (for the full list of units for each level, see Appendix 1):
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The development of certain personal qualities (also known as behavioural competencies) are likely to help people reach the standards set out in this handbook. The earlier section in this handbook entitled “A model of competence” sets this in context.
Behavioural competency framework
The examples below are intended to illustrate what a behavioural competency might look like.
Customer focusExceeding customer expectations and adding value to their performance. A person with this quality:• Identifies and understands customer needs,
expectations and motivations and how to satisfy them
• Identifies the current needs and anticipates the changing needs of different kinds of internal and external customers
• Devises ideas that demonstrably meet customers’ needs
• Establishes a rapport with customers by adopting a friendly, helpful and knowledgeable attitude
• Is confident and clear about their ability to help• Does not promise what they cannot deliver• Makes every effort to ensure that customers
receive a quality service• Follows up to ensure that customers receive
what they need
• Keeps customers informed of progress and developments
• Makes customers feel that nothing is too much trouble
A person without this quality:• Does not take the trouble to identify
the customer’s needs accurately• Does not pick up “buying signals”• Misunderstands or misinterprets customer needs• Uses jargon or communicates in a way that
customers cannot readily understand• Does not put themselves in the customer’s place
and describes features instead of benefits• Makes minimum effort to meet customers’ stated
needs or gives wrong or inappropriate information• Ignores customer complaints and does not act
on customer feedback• Raises false expectations or gives
inappropriate advice• Does not understand the need to make every
effort possible to help customers
iwfm.org.uk/professional-standards
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IntegrityNot sacrificing high standards for immediate gains. A person with this quality:• Understands the implications of commercial
imperatives• Maintains consistently high standards of work,
loyalty, honesty and commitment• Never cuts corners nor jeopardises the safety
of others by taking “the soft option”• Stands by his or her decisions and principles
even in the face of strong opposition or threats• Has the courage and strength to admit mistakes
and weaknesses and to act on them• Pursues work diligently to the end to ensure
the optimum service to internal and external customers
Commitment to continuous improvementAiming for a higher level of excellence in everything we do. A person with this quality:• Evaluates and analyses processes, procedures
and outcomes to look for improvements• Adapts positively and effectively to change• Seeks and exploits opportunities to develop
their own skills and abilities• Proposes practical suggestions and ideas
for improvements• Uses technical systems efficiently and keeps
up to date with changes• Encourages others to seek opportunities
for improvement and adopts others’ ideas
LeadershipInspiring others to exceed objectives by acting as a role model of personal integrity and by persistently working toward goals with enthusiasm. A person with this quality:• Motivates others and provides direction and
support to achieve or exceed objectives• Provides regular guidance and constructive
feedback sensitively on colleagues’ performance• Assumes command but remains open to ideas
and suggestions for improvement• Is approachable and open with information• Encourages others to offer suggestions without
fear of rejection• Challenges accepted wisdom in seeking better
ways of delivering services• Fulfils their own responsibilities to the highest
professional and ethical standards
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Following industry research, IWFM has designed, developed and awards FM qualifications that are recognised nationally and internationally. The grades of membership relate to the professional standards and qualifications as follows:
Achieving professional excellence
CAREER LEVEL QUALIFICATION LEVELS MEMBERSHIP GRADES
STRATEGIC STRATEGIC 6, 7 CIWFM/FIWFM
MANAGEMENT
SENIOR 5, 6 MIWFM/CIWFM
MANAGER 4, 5 MIWFM
OPERATIONAL
SUPERVISOR 3, 4 AIWFM
SUPPORT 2, 3 AIWFM
Attaining professional standards
IWFM qualificationsIWFM qualifications in facilities management are awarded by IWFM, the professional body for workplace and facilities management.
Developed following extensive research with key stakeholders, they are a flexible and fit-for-purpose suite of awards created to meet the needs of a dynamic workplace and facilities management profession.
IWFM qualifications have been designed to work globally. Country specific information can be applied in the delivery of the qualifications but they are underpinned by a worldwide set of standards and units.
• IWFM qualifications are regulated and, like any external qualification, they provide independent confirmation that an individual has mastered the relevant subject matter.
• IWFM qualifications form part of the system managed by the Qualification Regulators (e.g. Ofqual), which reports directly to government. This recognition affirms them as external measures of achievement.
IWFM qualifications have been designed by practitioners to cover the knowledge and skills required at different career stages in workplace and facilities management, from new entrant to director level.
Opposite is a table showing the range of qualifications available.
The level (e.g. ‘level 3’) depicts the degree of challenge of the qualification. Example: a level 3 qualification is equivalent to an A level.
Qualifications are made up from a combination of units, with a credit value assigned to each one. The ‘size’ of qualification (e.g. certificate) awarded is determined by a number of completed credits. Example: successful completion of 28 credits at level 3 would result in the achievement of an IWFM Level 3 Certificate in Facilities Management.
For more informationT +44 (0) 1279 712 651 E [email protected] iwfm.org.uk/professional-development/qualifications
iwfm.org.uk/professional-standards
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6
7
2
3
4
5
QU
ALI
FIC
AT
ION
LE
VE
L (C
HA
LLE
NG
E)WHO IS IT FOR? Head of facilities/estatesSIZE Certificate / Extended DiplomaRQF LEVEL 7LEVEL EXAMPLE* Masters Degree
WHO IS IT FOR? Senior facilities managersSIZE Award / Certificate / Extended DiplomaRQF LEVEL 6LEVEL EXAMPLE* Bachelors Degree
WHO IS IT FOR? Specialist facilities managersSIZE Award / Certificate / DiplomaRQF LEVEL 5LEVEL EXAMPLE* Foundation Degree
WHO IS IT FOR? Operational facilities managersSIZE Award / Certificate / DiplomaRQF LEVEL 4LEVEL EXAMPLE* Certificate of Higher Education
WHO IS IT FOR? First-line and supervisory managersSIZE Award / Certificate / DiplomaRQF LEVEL 3LEVEL EXAMPLE* A Level
WHO IS IT FOR? New entrantsSIZE Certificate RQF LEVEL 2LEVEL EXAMPLE* GCSE A*–C
SIZE OPTIONSAwardGives you a succinct overview of the basic skills and knowledge needed at this level CertificateProvides you with a more comprehensive coverage of the subject Diploma/Extended DiplomaProvides the full package of skills, knowledge and understanding at this level
* The level examples are purely for guidance purposes – they are not a reflection of the qualification that will be awarded upon successful completion of an IWFM Qualification: for example, achieving a IWFM Level 5 Qualification in facilities management would not constitute being awarded a Foundation degree. These are included as an indication of the level of challenge.
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There are four graded membership opportunities:• Fellow (FIWFM) • Certified (CIWFM)• Member (MIWFM) • Associate (AIWFM)
The eligibility requirements for each grade of membership are set out below.
Demonstrating professional standards
GRADEPOST-NOMINAL LETTERS
ENTRY ROUTES ENTRY REQUIREMENTS
EXPERIENCE REQUIREMENTS
YEARSMGMT LEVELTOTAL IN FM IN
MGMT
FELLOW FIWFM
Significant FM experience and can clearly demonstrate a sustained or significant contribution to the FM profession or wider industry
N/A N/A N/A Strategic
CERTIFIED CIWFM
a) IWFM Level 6 Diploma or above 3 3 2 Senior
b)FM or FM related qualification at level 6 or above OR Chartered status of a relevant professional body
3 3 2 Senior
MEMBER MIWFMa)
IWFM Level 4 Diploma or above Or An FM related qualification at Level 4 or above
2 2 2 Middle
b) Experience 5 5 3 Middle
ASSOCIATE AIWFM
a) Experience 2 2 0 Non
b) An FM related qualification at Level 2 or above 1 1 0 Non
AFFILIATE N/A Open to all with an interest in FM(No demonstration of experience required)
IWFM membership applicationsThe Workplace and Facilities Management Professional Standards will be incorporated into the IWFM membership application process.
When professionals apply for IWFM membership we’ll use this framework to assess their knowledge and experience to determine eligibility for membership.
Depending on the grade and entry route of the application, we’ll assess their credentials against the functional area requirements for the membership grade they are seeking.
Professionals awarded an assessed grade of membership will be entitled to use the IWFM post-nominal letters.
For further information on the IWFM membership application process or the supporting materials required for entry, please contact the Membership team:
T +44 (0) 1279 712 650 E [email protected]
iwfm.org.uk/professional-standards
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Appendix
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Appendix 1: Units
LEVEL 2 UNITS
Ref Unit Title Credits
FS2.01 Reduce ricks to health and safety in the workplace 3
FS2.02 Promote and maintain service delivery 4
FS2.03 Develop customer relationships 6
FS2.04 Contribute to the effectiveness and efficiency of premises and facilities 4
FS2.05 Support the work of a team and develop yourself 3
FS2.06 Control the use of resources in a property, caretaking and facilities services environment 3
FS2.07 Maintain grounds of premises and facilities 3
FS2.08 Maintain site security and safety 3
FS2.09 Control the use of premises and facilities 4
FS2.10 Work safely at heights 3
FS2.11 Monitor and maintain electrical and plumbing services 4
FS2.12 Carry out maintenance and minor repairs 3
FS2.13 Operate plant to maintain the quality of pool water 4
FS2.14 Deal with routine waste 3
FS2.15 Deal with non-routine waste 3
FS2.16 Deep clean equipment in premises and facilities 6
FS2.17 Support the co-ordination of an event 3
FS2.18 Moving and transporting individuals within a healthcare environment 4
FS2.19 Transport physical resources within the work area 2
FS2.20 Clean and maintain internal surfaces and areas 4
FS2.21 Introduction to equality & inclusion in health, social care or children’s & young people’s settings 2
FS2.22 Provide reception services 3
FS2.23 Handle mail 3
FS2.24 Communicate effectively in the workplace 2
FSP2.01 Working in facilities services 3
FSP2.02 Health and safety for facilities services 4
FSP2.03 Working with customers and others in facilities services 2
FSP2.04 Sustainability and environmental issues for facilities services 4
iwfm.org.uk/professional-standards
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LEVEL 3 UNITS
Ref Unit Title Credits
FM3.01 Introduction to FM 6
FM3.02 Corporate social responsibility and sustainability in FM 4
FM3.03 Customer and stakeholder relations in FM 5
FM3.04 Specification and procurement of facilities supplies and services 6
FM3.05 Health and safety responsibilities in FM 5
FMP413 Manage operational performance in FM 4
FM3.06 Project management within FM operations 5
FM3.07 Budget management of FM operations 4
FM3.08 Understanding FM within context of an organisation 4
FM3.09 Understanding support services operations in an organisation 3
FM3.10 Space allocation in current facilities 4
FM3.11 Building maintenance in FM 5
FM3.12 Understand the estate management function 4
FM3.13 Contribute to disaster recovery and contingency planning 5
FM3.14 Understanding access management and inclusion 5
FM3.15 Leadership, management and personal development 9
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Units continued
LEVEL 4 UNITS
Ref Unit Title Credits
FM4.01 Overview of FM 6
FM4.02 Understanding FM strategy 3
FM4.03 Understanding people management in FM 8
FM4.04 Understanding FM support services operations 6
FM4.05 Managing health and safety in own areas of FM 6
FM4.06 Understanding risk management in FM 6
FM4.07 Understanding financial management in FM 6
FM4.08 Understanding the business organisation and its impact on FM 6
FM4.09 Understanding performance measurement in FM 3
FM4.10 Understanding leadership and management in FM 6
FM4.11 Understanding the management of information and knowledge in FM 3
FM4.12 Understanding FM projects 6
FM4.13 Developing relationships with suppliers and specialists in FM 3
FM4.14 Understanding quality management in FM 4
FM4.15 Managing customer service in FM 4
FM4.16 Understanding property and asset management for facilities managers 4
FM4.17 Understanding property, fabric and building services maintenance for facilities managers 8
FM4.18 Understanding space management for facilities managers 3
FM4.19 Understanding sustainability and environmental issues and their impact on FM 3
FM4.20 Understanding energy and utilities management and the impact on FM 3
FM4.21 Understanding procurement and contract management in FM 3
FM4.22 Managing accessibility and inclusion and its impact on FM 6
FM4.23 Supporting change initiatives in an organisation and manage the impact on FM 6
FM4.24 Innovation in FM 5
FM4.25 Building Information Modelling for FM 5
iwfm.org.uk/professional-standards
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LEVEL 5 UNITS
Ref Unit Title Credits
FM5.01 FM development and trends 6
FM5.02 Organisational and FM Strategy 8
FM5.03 Managing people in FM 6
FM5.04 Risk management in FM 6
FM5.05 Financial management in FM 6
FM5.06 FM support services operations 6
FM5.07 Managing health and safety in FM 6
FM5.08 Performance measurement in FM 3
FM5.09 Providing leadership and management in FM 4
FM5.10 Managing information and knowledge in FM 3
FM5.11 Managing FM projects 6
FM5.12 Managing negotiations in FM 3
FM5.13 Managing relationships with suppliers and specialists in FM 6
FM5.14 Quality management in FM 6
FM5.15 Customer service in FM 3
FM5.16 Property and asset management for facilities managers 6
FM5.17 Property, fabric and building services maintenance for facilities managers 6
FM5.18 Space management for facilities managers 3
FM5.19 Sustainability and environmental management and the impact on FM 4
FM5.20 Energy and utilities management and the impact on FM 3
FM5.21 Managing procurement and contracts in FM 4
FM5.22 Implementing change in an organisation and managing the impact on FM 4
FM5.23 Reflective facilities management practice 6
FM5.24 Strategic building information modelling for facilities management 6
FMP502 Manage and implement policies in facilities management 4
FMP503 Expand the provision of facilities management services 5
FMP505 Manage working relationships in facilities management 5
FMP509 Co-ordinate work control in major facilities management projects 9
FMP510 Manage compliance with regulation and legislation in facilities management 7
FMP514 Plan estates in facilities management 10
FMP516 Develop and mobilise facilities management contracts 8
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LEVEL 6 UNITS
Ref Unit Title Credits
FM6.01 Strategic FM 10
FM6.02 FM governance and risk 8
FM6.03 Quality management and customer service in FM 6
FM6.04 Financial management in FM 6
FM6.05 Strategic FM support services operations 4
FM6.06 Compliance with organisational health and safety and the impact on FM 6
FM6.07 Strategic leadership and management in FM 8
FM6.08 Human resource management in FM 6
FM6.09 Developing strategic relationships in FM 6
FM6.10 Strategic management of information and knowledge in FM 4
FM6.11 Corporate responsibility and sustainable FM 6
FM6.12 Procurement strategy for FM 6
FM6.13 Property management and maintenance strategy for FM 8
FM6.14 Introducing and leading change in an organisation and managing the impact on FM 6
Units continued
iwfm.org.uk/professional-standards
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LEVEL 7 UNITS
Ref Unit Title Credits
FM7.01 Strategic FM and business 10
FM7.02 Knowledge, information and change management for FM 10
FM7.03 Managing staff and customers in FM 20
FM7.04 Legislation, finance and risk in FM 20
FM7.01 Strategic FM and business 10
FM7.05 Procurement and measurement in FM 5
FM7.07 Managing facilities management projects and contracts 15
FM7.09 Leadership, partnership and change within FM 15
FM7.10 Strategic property asset management 15
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Appendix 2: Glossary
competence the ability to do something
skill an ability to do an activity or job well, especially because you have practised it
knowledge understanding of or information about a subject that you get by experience or study, either known by one person or by people generally
framework a supporting structure around which something can be built
function the natural purpose (of something) or the duty (of a person)
component a part that combines with other parts to form something bigger
element a part of something
standard a level of quality
understanding knowledge about a subject, situation, etc. or about how something works
activity the work of a group or organisation to achieve an aim
application the determination to work hard over a period of time in order to succeed at something
professional involves a high level of education and training
descriptor something that tells you what something is like
You can find an extensive glossary of terms on our website at iwfm.org.uk/glossary
iwfm.org.uk/professional-standards
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T +44 (0) 1279 712 651 E [email protected]
The Institute of Workplace and Facilities ManagementCharringtons House, 1st Floor South, The Causeway Bishop’s Stortford, Hertfordshire CM23 2ER